My experience at this organisation was challenging due to a highly political and hierarchical culture. Leadership practices often prioritised control, internal power dynamics, and individual incentives over collaboration, innovation, or sustainable business growth. Employees were frequently treated as numbers rather than people, with limited genuine investment in development or wellbeing.
The impact on mental health across teams was significant. Prolonged exposure to this environment appeared to normalise unhealthy behaviours, with many employees adapting to or defending practices that were clearly damaging. Those who did not accept or internalise this culture tended to leave quickly, resulting in consistently high turnover.
There was a noticeable disconnect between senior leadership and the day-to-day realities. Several senior managers appeared largely disengaged from operational outcomes, contributing little beyond oversight, while frontline staff carried the workload. At the same time, there was visible misuse of expenses and frequent attendance at industry events that provided limited tangible value to the business, reinforcing perceptions of entitlement and poor accountability at senior levels.
Constructive challenge was discouraged. Questioning decisions or proposing alternative approaches was often met with resistance, and progression appeared to favour alignment and compliance over performance or capability. This resulted in an environment dominated by “yes-people” and minimal innovation.
Communication consistently lacked transparency, and teams were frequently positioned against one another, which fostered distrust and disengagement. When concerns were raised, they were rarely addressed in a meaningful or constructive way. Instead, issues were often minimised or reframed in a manner that left employees questioning their own experiences, a pattern of gaslighting that prevented systemic problems from being acknowledged or addressed.
HR did not operate as an effective support function. Rather than acting independently or advocating for employee wellbeing, HR frequently appeared to enable existing leadership behaviours and prioritise risk management over genuine cultural improvement.
